High-Performance Partnerships - National Academy of Public ...

More documents

Recommendations

Info

PARTNERSHIP CASE STUDIES chapter three gram’s replication in rural areas defies that perception, as do such unlikely partners as the Lewinsville Retirement Home, whose residents roll pennies to cover services; Steve and Jean Case, AOL-Time Warner’s founders; and the Heritage Fellowship United Christian Church. Every element or aspect of community life can find a place at MCCP’s table. challenge, as well. Strategic marketing plans and staff leadership have led to many public relations successes, and these must remain an area for constant minding. MCCP faces challenges that are not necessarily unique. Economic downturns affect all aspects of the program, as does the formidable task of effectively serving an increasingly multi-ethnic community. Keys for Success MCCP has found success in its model, which can be characterized as flexible and comprehensive. It attracted strong and committed partners in the medical community because it placed minimal administrative burdens on them. Further, MCCP is self-morphing—able and encouraged to change aspects as needed— and unconstrained by traditional structures. MCCP is neither a corporation nor government agency, but a nonprofit/civic organization. At the same time, it incorporates all of these entities. MCCP did not round up the “usual suspects” to create or maintain the model. Diverse partners were called upon to contribute their time, talent, and treasure. They remain committed to the cause. Similarly, MCCP’s success is not predicated on the economically powerful suburban county from which it hails. The pro- MCCP’s quasi-agency structure and placement within the Office of the County Executive allow its staff to act in entrepreneurial ways. Within the county structure, this can be an advantage and disadvantage. Outside the structure, entrepreneurship is one of the most attractive aspects to the business community, which leverages the county’s investment by a 28-to-1 ratio. Area businesses and community leaders view this in much the same way they envision the backing of a large bank or wellknown venture capital firm. An active advisory council—whose business, civic, and faith-based members have access to corporations, policymakers, the local Board of Supervisors, and the County Executive—plays a powerful yet often subtle role. Members use their networks to overcome non-medical barriers, from meeting space and program needs, to extricating MCCP from unintended institutional obstacles. The extensive list of current and potential MCCP partners reflects the model’s reinforcing nature. From the start, MCCP communicated the community’s obligation to help uninsured children, then reinforced the opportunities that participation provides. Partners—whether a business leader, pediatrician, or penny roller—discover the special resources they can lend and remain committed because they are recognized. A partner’s participation is reinforced by the children, the community, its colleagues, and MCCP itself. MCCP asserts that winning numerous awards is another success factor. Awards for partnerships, creativity, and innovation have opened otherwise closed doors in corporations, homes, and legislative offices. MCCP has documented six stages that it feels constitute the elements of a high-performance partnership, which are presented in Figure 3-5. 36 Powering the Future: High-Performance Partnerships
FIGURE 3-5 MEDICAL CARE FOR CHILDREN PARTNERSHIP ELEMENTS OF A HIGH-PERFORMANCE PARTNERSHIP Stage 5 Solidifying Partners Elements of a Partnership Stage 6 Going to Scale Acknowledge/ Recognition Community/ Corp. Building •Celebrate Achievement •Deepen collaborative culture Stage 4 Taking Action Reciprocity Not Generosity Sustainability •Build community constituency •Build governance structure •Develop collaborative leadership •Adapt and expand prototype •Recognize diversity •Implement outreach strategy •Formalize staffing strategy •Run through partnership elements Stage 2 Building Trust Stage 3 Developing a Strategic Plan Void of Negative Reinforcements Needs Identified •Formalize interagency/corporate relationships •Design partnership prototype •Define target outcomes •Focus on discrete need/ neighborhood •Design fiscal strategy Stage 1 Getting Together/ Discovery Champion/ Cheerleader Opportunity Asset •Define shared vision/goals •Community assessment •Develop base of common knowledge •Commit & Collaborate •Involve the right people •Decide to Act Source: Medical Care for Children Partnership (Fairfax) 37 Powering the Future: High-Performance Partnerships
Page 1 and 2: Powering the FUTURE: High-Performan
Page 3 and 4: A Report by a Panel of the NATIONAL
Page 5 and 6: TABLE OF CONTENTS FOREWORD.........
Page 7 and 8: CHAPTER 12: MANAGEMENT APPROACHES A
Page 9 and 10: Public Business High Performance Pa
Page 11 and 12: Medicare and Medicaid health progra
Page 15 and 16: FIGURE 1-1 CONTINUUM OF ORGANIZATIO
Page 17 and 18: Coexistence: Cooperative: Contractu
Page 19 and 20: Business FIGURE 1-3 HIGH-PERFORMANC
Page 21 and 22: “Creating a partnership takes tim
Page 25 and 26: FIGURE 2-2 NONPROFIT SECTOR REVENUE
Page 27 and 28: TABLE 2-1 SECTOR DIFFERENCES Public
Page 29 and 30: eform to establish some form of res
Page 33 and 34: FIGURE 3-1 DESIGN LAB PARTNERSHIPS:
Page 35 and 36: TABLE 3-2 DESIGN LAB — PARTNERSHI
Page 37: dren. Nine MCCP case managers made
Page 41 and 42: “The Healthy Families Partnership
Page 43 and 44: HFP is an excellent model of growin
Page 45 and 46: identifying specific goals and outc
Page 47 and 48: 5 A DAY FOR BETTER HEALTH PROGRAM N
Page 49 and 50: FIGURE 3-8 PUBLIC AWARENESS Percent
Page 51 and 52: esponsible for developing specific
Page 53 and 54: FAMILY STRENGTHENING COALITION INDI
Page 55 and 56: Challenges Despite its solid track
Page 57 and 58: Challenges NBSD encountered some ba
Page 59 and 60: early intervention; and an early ch
Page 61 and 62: CAREGIVER/EMPLOYER PROJECT CENTERS
Page 63 and 64: Medicare insurer, CMS was the ultim
Page 65 and 66: A 1996 survey of La Alma/Lincoln Pa
Page 69 and 70: and establishing performance manage
Page 71 and 72: PROGRAM AREA TABLE 4-2 SAMPLE PERFO
Page 73 and 74: The Lapham Park Venture originally
Page 75 and 76: THE DATA TRAP No partnership can cl
Page 79 and 80: FIGURE 5-1 THE 5 C’S OF EFFECTIVE
Page 81 and 82: SURVIVING TRANSITIONS IN LEADERSHIP
Page 85 and 86: Without a well-documented mission s
Page 87 and 88: FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
Page 89 and 90:
FIGURE 6-6 STRATEGIC PLANNING CYCLE
Page 91 and 92:
BALANCING FOCUS AND FLEXIBILITY The
Page 93 and 94:
Public Business High Performance Pa
Page 95 and 96:
Asset mapping is key to determining
Page 97 and 98:
8. Use third-party payment opportun
Page 99 and 100:
partners agree that redirection is
Page 101 and 102:
Individual governmental units, foun
Page 103 and 104:
Page 105 and 106:
dedicate resources to effective ong
Page 107 and 108:
The business community does not imm
Page 109 and 110:
TABLE 8-3 FAMILY STRENGTHENING COAL
Page 111 and 112:
Page 113 and 114:
Organizations may feel that a partn
Page 115 and 116:
The PODER Project was a six-year in
Page 117 and 118:
Neighborhoods in Bloom operates in
Page 119 and 120:
Page 121 and 122:
Results Characteristics • Derive
Page 123 and 124:
FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 125 and 126:
Page 127 and 128:
The CMS Employer/Caregiver Workgrou
Page 129 and 130:
Informal communications strategies
Page 131 and 132:
Management Approaches and Attribute
Page 133 and 134:
Public managers tend to be risk ave
Page 135 and 136:
Putting It All Together Chapter13 H
Page 137 and 138:
FIGURE 13-2 ROWING TOGETHER FOR A H
Page 139 and 140:
Appendix A Panel Member Biographies
Page 141 and 142:
Appendix B Selected Bibliography
Page 143 and 144:
National League of Cities. “City
Page 145 and 146:
Appendix C Performance Management G
Page 147 and 148:
Outcomes: The quantified result, or
Page 149 and 150:
Appendix D Design Lab Participants
Page 151 and 152:
Heidi Veltman Reston Kaiser Permane
Page 153 and 154:
America’s Promise Gregg Petersmey
Page 155 and 156:
Appendix E Excerpt from Lapham Park
Page 157 and 158:
LAPHAM PARK VENTURE STRATEGIC PLAN,
Page 159 and 160:
2. Venture Operations Committee PUR
Page 161 and 162:
Appendix F Memorandum of Understand
Page 163 and 164:
ARTICLE I - HIGHLAND PARK SOUTHERN
Page 166:
NATIONAL ACADEMY OF PUBLIC ADMINIST
show all

High-Performance Partnerships - National Academy of Public ...

Create successful ePaper yourself

Delete template?

Save as template?